Moderation of the CSE-performance relationship by the interaction of supervisor CSE and LMX

Emma Soane, Jonathan Edward Booth, Kerstin Alfes, Amanda Shantz, Katie Truss

Research output: Contribution to conferencePaperpeer-review


The current research applied Trait Activation Theory and Social Exchange Theory to explain curvilinear relationships between employee Core Self Evaluations (CSE) and supervisory ratings of performance, and their moderation by the interaction of supervisors’ CSE and employee perceptions of Leader-Member Exchange (LMX). Results of multi-level analysis of a sample of 173 employees and their supervisors (N=31) showed a nuanced pattern of relationships. The combinations of employee CSE, supervisor CSE and employee-rated LMX yielded four distinct curvilinear associations between employee CSE and supervisory ratings of performance. The highest performance ratings were attained by high CSE employees who had supervisors with high CSE and who were perceived as generating high levels of LMX. The lowest performance ratings were attained by employees with high CSE and high supervisor CSE, yet low employee ratings of LMX. Data highlighted the significance of the dispositional and relational foundations of the employee-supervisor relationship for performance, and their explanation by trait activation and social exchange.
Original languageEnglish
Publication statusPublished - 1 Jan 2013
Externally publishedYes
Event73rd Annual Meeting of the Academy of Management, AOM 2013: Capitalism in Question - Lake Buena Vista, Orlando, United States
Duration: 9 Aug 201313 Aug 2013
Conference number: 73rd


Conference73rd Annual Meeting of the Academy of Management, AOM 2013
Abbreviated titleAOM 2013
Country/TerritoryUnited States
Internet address

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